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1、,Strategy/Organizational Performance Human Capital Deloitte Consulting LLP,CONFIDENTIAL AND PROPRIETARY,Consulting Workshop:Case Study Interviews,September 16,2005,Introductions&ObjectivesAaron Gutnick,Separated at Birth?,Broad Dean Robert Duncan,Deloitte CEOJim Quigley,Agenda,Overview of Consulting
2、Eric Trappen,What is Management Consulting?,Management Consulting,the creation of value for organizations,through the application of knowledge,techniques and assets,to improve performance.,an independent and qualified person with experience in management and/or other specialized fields,who possesses
3、 the ability to provide a wider expertise than is available within a single organization.,The Institute of Management Consultants defines management consultancy as:,And the role of a management consultant as:,Consulting Work,taking responsibility for gathering and collating data;processing figures t
4、o be presented by senior colleagues to the clients senior management;interviewing clients and other individuals;researching external sources,such as the internet or other relevant databases;assembling and analyzing all available data,ensuring that they understand the nature of the problem;considerin
5、g the range of possible options;developing specific recommendations and conclusions for the client;conclusions should be objective,logical and based on facts that have been carefully collated and verified;recommendations,however,are subjective and based on the consultants background and experience;e
6、xtracting information by asking relevant questions to ensure that important facts are not overlooked;clarifying issues;establishing priorities;reviewing assignment progress.,Consulting is essentially entrepreneurial in nature and project-based.A consultant often works with various levels of manageme
7、nt,as well as with employees at all levels.Work activities for management consultants on team projects vary,but some common activities are:,Marketplace Overview,We are business performance consultants the alternative to the traditional strategy&technology firms.,Broadservices,Breadth,Narrowservices,
8、Products/Solutions-led(highly-repeatable solutions),Consulting-led(tailored professional services),Offering,Technology Firms,EDS,CSC,HP,Enterprise software vendors,Bain,McKinsey,BCG,Strategy Firms,Booz-Allen,Accenture,CGE&Y,BearingPoint,IBM/PwC,Transaction-basedrelationships,Value-basedrelationships
9、,Business Performance Consultants,Firm Overview,We work hand-in-hand with our clients to make their business run better in the most practical,sensible ways possible.,Outsourcing,Technology,Enterprise Applications,Strategy and Operations,Human Capital,Firm Overview Strategy&Operations,We help clients
10、 make major strategic decisions and implement improvements to business operations.,Strategy&Operations,Corporate StrategyMergers&AcquisitionsCFO ServicesOperations ExcellenceCustomer&Channel StrategySupply Chain StrategyCorporate Real EstateDeloitte&Touche Corporate Finance(DTCF),Firm Overview Human
11、 Capital,Human Capital,Organization People PerformanceChange and LearningHR Operations and TechnologyTotal RewardsActuarial&Insurance Consulting,We help clients achieve exceptional business performance through their people by providing change,learning,human resources,and performance management servi
12、ces.,Firm Overview Enterprise Applications,Enterprise Applications,Program ManagementBusiness Process RedesignBusiness Case AnalysisVendor EvaluationWide variety of technology related roles for leading package vendors(including Siebel,SAP,PeopleSoft,and Oracle),We help clients implement software pac
13、kages that capture the information they need to make decisions and collaborate with other companies.,Firm Overview Technology Integration,Technology Integration,Development ServicesEnterprise Connection ServicesTechnology Architecture ServicesEnterprise Systems Management&Security Information Dynami
14、csIT TransformationInter-Networking,We help clients IT organizations solve business challenges through the integration of technology as discrete services and comprehensive solutions.,Firm Overview-Outsourcing,Outsourcing,Technology OutsourcingBusiness Process Outsourcing,We help clients manage their
15、 IT functions and business processes so they can focus on core competencies and hone competitive strengths.,Firm Overview Corporate Finance,DTCF combines the industry&financial service expertise of a bulge bracket I-bank with the high quality deal teams expected from a boutique firm.,Market Focused:
16、Deloitte&Touche Corporate Finance LLC(“DTCF”),a wholly owned subsidiary of Deloitte&Touche LLP,is a middle-market boutique investment bank($50M-$500M transactions).Global Reach:DTCF has over 50 professionals across the US in Detroit,New York,Chicago,and Los Angeles.DTCF and the global corporate fina
17、nce practices of Deloitte Touche Tohmatsu*have over 300 corporate finance professionals located in 30 countries worldwide.Industry Focused:DTCF has industry teams covering:Manufacturing,Consumer Products,Media&Entertainment,Financial Services and Private Equity.Complete Solutions:DTCF aligns itself
18、with other Deloitte&Touche professionals to provide complete solutions for transaction needs.,A Day In The Life,About Each of Us,Number of years with DeloitteLevel in the organizationWhere weve beenExamples of what weve done since joining Deloitte,Interviewing TipsFranco Girimonte,Segment Topics,Int
19、erview factorsResume-based InterviewingBehavior interviewingCase study interviewingOther words of wisdom,The following topics will be covered during this segment of the workshop:,Interview Factors,Any number of factors influence the interview process and strategy.,Interview Factors,The level and typ
20、e of preparation is different throughout the interview process.,Screening,Decision-making,On Campus Recruiter,Phone Screener,Team Member,Department Manager,Office Leader,Department Leader,Example Drivers:Do they match the skills needed?Will this person make me look bad?Are they misrepresenting their
21、 resume?,Example Drivers:Will this person fit in with the team?Does this person have potential?Will I have to fire this person one day?,Skill Fit,Team Fit,Resume-Based Interviewing,Resume-based questions give an interviewer a chance to dig a little deeper into your background and at the same time te
22、st your critical thinking abilitiesRe-read your application,thinking through your own career and the questions they might ask youAnticipate the general questions which they will ask and also prepare some questions to ask themTake notes about what you did at each job,and the main message you want to
23、convey through each bullet point on your resumeDevelop a short and succinct story for each bullet point that will provide compelling evidence to support those messagesCan you tell somebody elseyour parents,for exampleabout what you did without sending them into a coma?It may sound easy,but many peop
24、le seem incapable of communicating what they knowTalk about your past work with energy and enthusiasm,To do well at your initial interview you will need to convince the interviewer you are technically qualified to do the job.,Behavior Interviewing,An interviewing method that allows you to talk about
25、 experiences from your past and describe how you dealt with themAllows for a conversation,not an interrogationLooks for lessons learned from past experiencesEffectively probes beyond the facts to reveal abilities,What is Behavior Interviewing?,Behavior Interviewing,Do not know what to expect from be
26、havioral-style interviewsAre not well prepared for this type of interviewDo not perform as well as they could,Many students,Why Do Companies Use Behavioral Interviews?,Past behavior is the best predictor of future performanceThought processes are revealed(logical or not)Patterns and tendencies becom
27、e apparentProfessional attributes are revealedReduces the usefulness of“canned”answers,Behavioral Style:“How did you go about deciding on your class project recommendation?How did you evaluate the alternatives?”,Behavioral Style:“Give me an example of then you had to deal with adversity.How did you
28、resolve it?”,Traditional Style:“Tell me about your class project.”Traditional Style:“What was the most difficult decision you had to make as an officer in.”,Comparison of Questions,How Can You Prepare for Behavioral Questions?,Determine traits and behaviors you feel are important for the positionAna
29、lyze your experiences and organize them into episodesThink of two or three past episodes that demonstrate each trait/behaviorDecompose the experience further into Facts,Lessons,&RelevancyThe following are examples of Teamwork episodes:Case study work groupTeam sports,Definition of a Case Study Inter
30、view,In the case study interview the candidate must demonstrate his/her ability to deal,creatively,with complex and ambiguous business problemsThe hypothetical business issues or dilemmas involved require the interviewee to:Analyze the situationIdentify key business issuesSummarize findings and take
31、-awaysOutline next stepsThe case study interview is a critical part of the recruiting process at many firms,The case study interview provides the opportunity to employ structured thinking to reach logical and intelligent conclusions.,Assessed Skill Sets,The purpose of the Case Study Interview is to
32、assess diagnostic,analytical,and communication skills.,Identify and prioritize important issuesCraft a solution that is structured,Diagnostic Skills,Create and follow a logical line of reasoning and analysisMake quick calculations intuitivelyEffectively synthesize information that is provided in the
33、 caseConsider all implications when making recommendations,Analytical Skills,Listen effectivelyDemonstrate a growing depth of understanding by asking key questionsExplain and defend ideas,Communication Skills,Be able to perform under pressureConvey a sense self-confidenceDiscuss topics outside main
34、area of expertisePossess and leverage business acumenThink creatively,Intangibles,Styles Of Case Interviews.,The style of case will drive diagnosis,analysis,and resolution to the case.,Types of Case Study Interviews,The Calculation Case(includes Brain Teasers and Profitability&Pricing)These cases ar
35、e designed to evaluate the candidates ability to:Quickly make calculations,sometimes complex calculationsLogically approach problemsMake assumptions that are reasonableThe Problem Case(includes Market Expansion and Investment)This type of case touches on all aspects of the candidates skill-set:Ident
36、ify and diagnose of the core issue or issuesDemonstrate an analytical thought processSet a course of actionComplete all of the above in an organized manner in a time-constrained environmentAdditional elements of the Problem case:General business knowledgeUnderstanding of contemporary business trends
37、 Ability to process and manage data from an unfamiliar industryThe Probing Case(includes Market Expansion,Investment,Profitability&Pricing and Industry Analysis)Probing cases are about listening carefully to and building a rapport with a clientListen carefully to answers given by the interviewerUtil
38、ize an evolving line of questioning to create depth of understandingBe cognizant of verbal and non-verbal cues from the interviewer,While interviewers have a variety of case styles to choose from,most cases may be grouped into one of three types.,Listen to your interviewer,take your time and make su
39、re you understand the questionAsk questions to gather background informationDevelop an approach and a hypothesis and bounce questions off your interviewer to test them outShow the interviewer what youre thinking talk through your thought processBe creative,dont force-fit a prepared answer Project co
40、nfidence and professionalismOnce you youve identified some underlying problems,formulate recommendations and be prepared to defend themFinally,when closing your answer,define the problem,actions you would take,why you would take them,and the expected results,Steps to take to increase chances of succ
41、ess.,Case Study Interviewing,Other Words of Wisdom,Being unprepared for the interviewPoor handshake-always a bit of a no-no Saying unfavorable things about previous employers-the employer will be wondering what you will say about them when you leave their employmentNot being able to communicate clea
42、rly and effectivelyBeing aggressive or acting in a superior way no one responds well to thisMaking excuses for shortcomings or failures,Factors that can cost you the interview/job.,More on Case Study InterviewsReed Bingaman,Case Study Interviewing,Logical structuring Analytical abilityBusiness acume
43、nCommunication skillsListening skillsCreativityConfidenceGrace under pressure,What are companies looking for in the case interview?,Understand the issue;ask clarifying questions as needed,Overall Case Study Methodology,Cracking the case study requires a logical and methodic approach.,Step 1,Identify
44、 and test the underlying assumptions,Step 2,State your null hypothesis,Step 3,Select an appropriate analytical framework,Step 4,Use the selected framework to identify key business issues,Step 5,Summarize key issues and findings,Step 6,Outline your final recommendation and the expected final results
45、or impact,Step 7,Choosing a Framework,Choosing a framework that is appropriate to the problem is integral to the processThere are existing frameworks for analysis of many types of business problemsIt is not necessary to choose a“prepackaged”or“textbook”frameworkThe key is to have structure to guide
46、analysis of the case,Selection of an appropriate framework can provide a valuable tool with which to structure the approach to the case.,Types of Case Study Interviews,The Calculation CaseIncludes Brain Teasers and Profitability&PricingThese cases are more about basic logic,assumption setting and fa
47、st,accurate calculationsThe Problem CaseIncludes Market Expansion and InvestmentDepending on context of the case,applicable frameworks would include 7-S,4Ps,3Cs,and PorterThe Probing CaseIncludes Market Expansion,Investment,Profitability&Pricing and Industry AnalysisAlmost any framework could apply,
48、depending on the scenario provided,Each type of case may not fit neatly into a framework,but structure is always relevant.,The Calculation Case,Using a logical process is the key to this case typeGeneral knowledge is helpful,but not a requirementExample:What is the size of the market for toothbrushe
49、s in the U.S.?One approach may be to begin by estimating the number of people in the U.S.281,421,906 per the 2000 censusA different approach must be utilized if this knowledge is not availableWhen making assumptions they must be reasonableExample:How many golf balls were sold in Nepal last year?What
50、 percent of the population actually plays golf?Assuming 100%is not reasonable.Example of a calculation case:How many dollar bills,lined up end-to-end,would it take to wrap around the equator?General knowledge:Distance around the world along the equator=24,902 miles/40,076 kmGeneral knowledge:1 mile=
